L&D Spotlight

In this episode, we talk about L&D's role and place in the organization, both in terms of org structure and purpose. We dive into L&D's internal customers, how to improve L&D's understanding of the business, the access to the company's strategy and how L&D can contribute, the multidisciplinary aspect of L&D work, whether the function should be rebranded, how to work together with the other People functions, and personal development for L&D professionals. Guest: Deeksha Hegde, Talent Development Manager at GetYourGuide and part of 2023's Thirty under 30 in the field of Learning. You can follow Deeksha's work on LinkedIn. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or send an email to liz[at]niftylearning.io.

In this episode, we take an in-depth look at what it means to build a data-driven learning ecosystem. We talk about learning design practices that enable the right tech stack to produce measurable results - both for the learner and the business. Guest: Zsolt Olah, Senior Learning Technologist at Amazon, responsible for the effective and efficient data, measurement, and evaluation strategy for the team to create more impact and less content. Before Amazon, for 20+ years, Zsolt held various learning and technology positions in the corporate industry to analyze business problems and provide effective learning solutions. Highlights: - Impact is the goal of L&D. Content creation and delivery are tools to reach this goal. - As L&D professionals and teams, you should clearly understand why you choose a specific technology and learning design approach. You need to be intentional and purposeful in creating your learning ecosystem. - Spending the learning budget on solving the right problem is more important than your first-order layer of issues. If you're looking for faster ways to create content, but you still don't know if your current content is measurably effective, then solve that problem first. - Data literacy is a crucial skill for L&D professionals - not to the extent of becoming an expert, but to at least grasp how to measure and evaluate effectiveness. - For example, to start implementing LTEM, you first need to understand the underlying data-related work: - What happens on the job after the learning is completed is the end goal of a learning intervention. This is the most important thing to focus on, and you should work back from that to build your L&D strategy, ecosystem, and, ultimately, your learning tech stack. - The first thing to do is understand the jobs to be done and where people have difficulties executing the work. - If you discover that a learning intervention is the needed solution, the minimum you can do in designing that learning experience (especially taking LTEM into account) is to implement productive breaks from learning. - Allow learners to pause learning and practice, "do the task and come back," or at least build in knowledge checklists or quizzes throughout the content delivery. - The more you give a learner opportunities to put the information into practice, the higher the learning effectiveness. - Your learning tech stack should support the possibility of creating and delivering learning experiences, as well as the ability to capture data during both learning and practicing. - Once you can capture this information (aka these data points), you can interpret the data obtained and use it to measure the effectiveness of learning and its impact on the business - essentially, you can measure the learning ROI. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io

In this episode, we go through the first 100 days as a newly appointed L&D Manager. We look at the process of getting to know the company, the business model, and the industry it operates in. We also talk about laying the foundation of a sustainable learning strategy and achieving quick wins in the early days on the job. Guest: Karolina Roziewicz, a Learning Strategist helping individuals and organizations create and maintain a strong learning mindset. She focuses on aligning behavioral nudges, instructional design, and learning rules when people and companies embark on learning journeys, and she has recently joined LiveChat as Learning & Development Manager. Highlights: - Perform discovery interviews to learn as much as possible about the new company you are joining or to look at your current company without past biases influencing you. - L&D is a support function, so the L&D person must improve their business acumen; this is a key factor in your future effectiveness in supporting this company. - It's easier to start fresh, in a new organization, as opposed to growing internally into an L&D Management role because you don't have the same blindspots about the business. Another benefit is that outsiders tend to be perceived as having higher expertise in their domain, which makes it easier later to position L&D as a strategic partner to the business. - Don't dive into the needs analysis first; it's far more important to understand the organization and what kind of strategic learning direction it can take. - Map out your outcomes from the discovery interviews; you will start noticing patterns that will later inform your L&D strategy. - Focus on your stakeholders' current workflows, tasks, challenges, and behaviors instead of telling them what L&D can help with. This way, you'll avoid biasing your conversation partners towards offering you L&D-focused answers (avoid the "I need training on time management" type of requests). - Start defining your future L&D strategy and validate with the business if you are going in the right direction. - Identify quick wins and take action in the first 100 days to show that you are not just asking questions but also providing results. - Avoid creating expectations and over-promising early on. Don't take it personally if some of your ideas won't come to life or certain business stakeholders don't want L&D's help at this early stage; there will be opportunities to collaborate later. A phrasing suggestion to avoid creating expectations during your discovery interviews: *Disclaimer - this is not yet a need analysis - let’s get to know each other and see where we can cooperate. My job is to create the underlying fundaments for learning and knowledge exchange to happen organically and support and drive any formalized learning initiatives with evidence-based solutions. Questions to ask your organization during the first "reconnaissance mission": Donald TaylorTo join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io

In this episode, we look at imposter syndrome, a feeling that very many L&D professionals get from time to time, while working under the pressure of wearing many hats and expectations. Guest: Ant Pugh, a performance consultant and learning designer who spends his days desperately trying to convince clients to avoid converting PowerPoint slides into eLearning. At night, he masquerades as a writer, bombarding unsuspecting learning designers with bite-sized, daily emails about creating high-value, high-impact training. Follow Ant's journey by subscribing to his email newsletter below: https://www.antpugh.com/email To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we look at how L&D can add value in a meaningful way to the organization and how it connects to the value chain. Guest: Bülent Duagi, Senior Strategic Advisor and Organizational Designer for Platform Scale-ups in Europe. When working with L&D teams, he helps them to increase their strategic impact, to connect learning results with business results and contributes to developing organizational capabilities. A breakdown of the episode’s topics has been graciously created by Bülent, and you can find it by following the link below: https://www.bulentduagi.com/podcast-notes-links-between-l-d-strategy-and-value-creation/ To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we take an honest look at L&D: what does it mean today to be in L&D, what is the purpose of L&D, and how can L&D change its impact and perceived value in an organization to become a strategic contributor and get a seat at the table. Guest: Clark Quinn, Ph.D., an internationally known consultant, speaker, and author of seven books. He thinks ‘out loud’ at learnlets.com, tweets as @quinnovator, and works on behalf of clients through Quinnovation. Highlights: * Learning experience design should consider that humans are driven by emotion rather than logical reasoning and incorporate ways to be impactful and effective (aka “sticky”). Reading recommendation: Motivational Design for Learning and Performance. * To make learning meaningful, L&D needs to create a relatable story around a specific piece of organizational knowledge (a procedure, process, business rule, tool/functionality). This is the core of Dr. Quinn’s latest book: Make it meaningful. * L&D should design impactful learning experiences regardless of company culture. Reading recommendation: Drive by Daniel Pink on purpose as a component of relatedness. * L&D must internally practice the appropriate mechanisms that create a learning culture to improve its credibility in the business. * L&D is crucial in an organization’s ability to tackle future innovation and competitiveness. Reading recommendation: Revolutionize Learning & Development. Data sources to support L&D business cases: - in-house experiments, run with the support of sponsors/champions - anecdotal data or examples from other industries that show converging results - academic research and books (for example, for the value of social media, you can read The New Social Learning) Quick wins that L&D can start working on today: A. Switch the approach of designing new learning experiences: instead of teaching the audience through a series of presentations, L&Ds could try other methods: problem investigation, collaboration, answering questions, and solving tasks that require the participant to apply the knowledge learned. B. Change the indicators that L&D measures: instead of attendance rates, time spent learning, course reviews, and time to course delivery, L&D should focus on the business metrics it supports. C. Find an enthusiastic adopter willing to work with L&D on designing a learning experience; present to management the improved business metrics. D. A learning experience should offer ample practice context - currently, only 80% of the content is theoretical, and 20% is practical; L&D should switch the proportion. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we dive into what it means to create and maintain a discipline that helps both leaders and teams stay on track to achieve their goals. Guest: Andrei Postolache, Founder at Xeriously, leadership and soft skills consultant focused on the IT industry, author of "Fun & Fearless Leadership". Highlights: * Discipline in the context of leadership doesn't refer to authority. Quite the opposite, a person or team displaying discipline can self-assess while doing the work and bring themselves back on track. * The discipline components are autonomy, ability to focus on the goal, no procrastination, self-determination, good time management, avoidance of distractions, and healthy work habits. * Discipline doesn't require the leader to oversee the team constantly; a disciplined group or individual has the ability to self-manage and maintains course without outside intervention. * The leader explains the team's goal by describing the key behaviors, objectives, and expected results and checks for understanding. * The leader's example is crucial when a challenging situation puts the shared values of the team to the test. The team will follow suit, whether the leader shows self-discipline or not. * Trust is a vital component of a self-disciplined team. Team members can rely on each other to fulfill their tasks and call each other out constructively when someone missteps. * Micromanagement is what happens when people don't trust each other. * Learning programs can be good tools to help teams become more disciplined and understand how to adopt new behaviors. But no amount of formal learning will create a self-disciplined team if the team members can't apply the newly acquired knowledge in the proper work context. * The leader plays a critical role in creating the right environment where the team can effectively put those learnings into practice. * People can get both leadership and discipline fatigue. * When an employee doesn't want to continue being in a leadership role, they must self-assess and potentially make difficult decisions about their next career step. Staying in the same role is detrimental to both the company and themselves. * The Peter Principle: everyone gets promoted until they reach their position of incompetence. Companies that promote specialists into managerial roles suffer twofold: they lose a good specialist and gain a mediocre manager. * Companies should create career opportunities that allow people to grow professionally without necessarily becoming a manager; this prevents people from arriving in leadership roles without the right motivation to be there. * To create a healthy leadership culture, companies must properly assess the skills of their people. They need to make sure that employees arrive in leadership roles for the right reasons and have or can acquire the right skill set for the job. * The "Up Or Out" policy is a poor example of a promotion strategy: due to the frequent role changes, the model creates a risk-averse culture, and roles are fulfilled by perpetual beginners. How to establish and maintain discipline within a team: 1. The leader clarifies the team's goal and makes sure the team understands and accepts it. 2. The leader must embody the spirit of what was agreed prior and showcase discipline while doing the work. 3. The team must be self-accountable: the leader's presence shouldn't be necessary for the bad behaviors to be called out and everyone to continue working effectively towards the agreed-upon goal. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we look at how leaders can have difficult conversations with their team with positive, productive results in the long term. Guest: Andrei Postolache, Founder at Xeriously, leadership and soft skills consultant focused on the IT industry, author of "Fun & Fearless Leadership". Highlights: * How leaders behave during tough conversations has a more substantial impact than CEO speeches or publicly announced company values. * Knowing how to have a difficult conversation is a skill people can acquire through specific learning activities. * Team trust and fostering a culture where people share feedback proactively, frequently, and respectfully are the best set-up for success and effectiveness. * Asking questions instead of making assumptions about why someone made a mistake builds trust; this ensures that your advice will be appreciated and considered. * Mistakes made due to lack of interest in doing a good job (for whatever reason) must be dealt with accordingly. People who consistently refuse to improve can't be allowed to keep the same position. * Team members giving each other feedback can use the same approach as their team leader. Asking questions to understand why a mistake occurs and then offering suggestions, ideally in private and quickly after observing the error, are effective methods to provide feedback. * Building team trust might feel awkward at first, especially if there is no prior culture of honest feedback, but consistency is vital in creating an open feedback culture once the ice is broken. * Advice that offers just a solution is incomplete. Complex situations also require the "how", not just the "what". * Leaders are working both on the person's motivation and skills at the same time while having a difficult conversation. Leaders mustn't recognize just why a mistake happened but also what tools they can offer the employee to prevent the error from happening again. * While providing feedback, the leader doesn't just offer information on mistake prevention but also conveys the organization's values. * More often than not, it's not worth investing energy in someone becoming mediocre at a skill they will never truly improve. It's more beneficial to the organization for leaders to help improve their team members' strong points. How to have a difficult conversation and provide feedback: 1. ask what happened with the intent to understand why the person behaved like that 2. ask the person you are talking to why they think the mistake happened 3. recognize that there might be valid points that drove the person towards making that mistake 4. explain the correct approach if this happens in the future 5. offer specific advice and tools for how to prevent future mistakes Mistake scenarios: A. Mistake & Improvement Honest mistakes made due to a lack of knowledge can happen. Leaders should observe and encourage progress. B. Mistake & Ill Intent When employees make mistakes due to lack of interest and show no improvement, leaders should remove them from the role and potentially the company. C. Mistake & Lack of Improvement In some situations, mistakes are made due to a lack of knowledge, but there is no realistic expectation that the person will improve. Leaders should either accept and compensate for this skill-set through the other team members' profiles or move the person into a role where they will thrive. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we look at soft skills development and how they fit in the broader context of a company's talent strategy. Guest: Andrei Postolache, Founder at Xeriously, leadership and soft skills consultant focused on the IT industry, author of "Fun & Fearless Leadership". Highlights: * Most work contexts are well served by teams with a balanced skillset due to the company's mission, which is often ambiguously defined: grow the business, create new products. * The likeliness to have at least some team members that can deal with this level of ambiguity is very high in a team with multiple types of personalities and skillsets. * Regardless of team composition, the most crucial goal is to reach a level of maturity that allows everybody's skillset to shine in the right moment. * This requires effective communication and a healthy dose of constructive conflict. * But skill balance in a team isn't always the goal: there are situations when you need a spike in a particular skillset to resolve more complex challenges, crises, critical problems. * It's essential for leaders to invest energy early on to help teams reach that level of compatibility and effectiveness that makes them perform. * If something isn't broken, you don't fix it - this is applicable in most high-performing team situations, even if there is no skill balance. This stable approach is helpful in the short or mid-term to maintain the same level of productivity and predictability of results. * In the long-term, however, it helps stir the pot and create off-balance teams with a broader context in focus. They might bring the proper insight and ability to observe significant changes that could impact the company (market changes, new technologies, new competing products). * Leaders can prevent business plateaus and consistently push for progress in day-to-day work by making small changes. Teams can try out new technologies, approaches, tools without exposing their project or the company to significant risks while still taking on something new. * Incremental changes are the most effective way to de-risk innovation. * A diversity of opinions, personalities, and skillsets is what leaders should look for when shaping teams. The task of navigating these and facilitating effective communication falls on the shoulders of the leader. The leader's goal should be to foster constructive disagreement and reach a state of "the total is greater than the sum of the parts". * Conflict is information, and, in a team with a high level of maturity, disagreement is welcomed as an excellent method to reach the optimal solution for the task at hand. * Leaders shouldn't enter difficult conversations with their minds already made about what the solution to the problem is. They must listen to the team and enter the situation with a problem-focused approach instead of a solution-focused one. * The immediate leader is the first person employees will look to when difficult situations arise; the leader must display the values that the company stands for and act accordingly. Traits of excellent leadership: - caring - lifelong learner, deliberate learner - entrepreneurial - welcomes diversity of opinions - has a growth mindset - facilitates effective communication - not ego-driven - recognizes the skill and personality gaps on their team To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we look at soft skills development and how they fit in the broader context of a company's talent strategy and learning culture. Guest: Andrei Postolache, Founder at Xeriously, leadership and soft skills consultant focused on the IT industry, author of "Fun & Fearless Leadership". Highlights: * Soft skills address practical aspects of working in a team: asking questions, suggesting ideas, having a conversation with someone who doesn't share your opinions, or presenting your work to other people. * Communication is the central focus of soft skills development. Soft skills also encompass emotional intelligence development, empathy, negotiation, and others. * The more responsibility a person has towards increasingly larger groups of people (for example, being in a managerial position or client-facing), the impact of having good soft skills becomes more important than having technical skills. * Soft skills development is more often than not requested or necessary in a context where the company is trying to address a more complex organizational problem: lack of motivation or engagement among employees, attrition, low performance, lousy customer relationships. * A standalone soft skills program or a one-off training, even if delivered by an exceptional speaker or provider, doesn't resolve the source problem. Employees will go back to their original work context and will not apply the learnings; even worse, they might become more frustrated because of the discrepancy between what they just learned and what they see happening in practice, day-to-day. * Soft skills development goes hand in hand with a consultative approach; L&D professionals (both in-house and independent consultants) must be aware of the broader context of that request or need and make holistic suggestions to address the problems they observe. * It's not uncommon for a company with a less organized talent development framework to come to L&D professionals asking for a specific training intervention (for example, presentation skills training) when the underlying issue is, in fact, more complex. The consultative aspect of L&D work comes into play here. * If, however, an organization has a robust talent development framework that is consistently applied, specific L&D interventions are likely enough to address particular problems quickly and effectively. * Large companies have year-long budgeting and planning processes, so it's hard for them to offer just-in-time soft skills development. * For small companies, time is the biggest issue, as everyone is essential to the business, and people can't break away from their pressing day-to-day duties to dedicate time to learning. * Developing your soft skills is never a finite journey - while learning how to communicate with people effectively, you can always expect a new situation to surprise you and become another opportunity to learn. * The reason it's difficult to measure progress in soft skills is because it's a subjective human experience that always involves at least two people. That said, a company should still create a performance management process with levels of measurement, knowing that this is contextual and not an absolute measure of progress. * As with any company-wide initiative, implementing a soft skills development program must start with the explicit buy-in of leadership. This happens successfully when leaders embody the new learnings and consistently support the development of soft skills in the organization. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we explore the best strategy for L&D to create and deploy leadership learning programs with a realistic reach and influence and what type of work the company's leaders have to do to adopt healthy leadership behaviors throughout the entire organization successfully. Guest: Andrei Postolache, Founder at Xeriously, leadership and soft skills consultant focused on the IT industry, author of "Fun & Fearless Leadership". Highlights: * Leadership is more nurture than nature; virtually anyone can develop their leadership skills. * Leaders come in all shapes and sizes: charismatic, quiet, deliberative, introverted; not every leadership style works in every situation. * Companies can support leadership development through formal and informal learning interventions and opportunities. Most companies will settle on a hybrid approach. * Formal leadership programs are most necessary when a company is trying to reset its values and kickstart a new leadership journey. * It takes months and even years for a company to see significant lasting changes in its leadership culture. This is especially true for large companies or situations where a radical culture change is needed. A relevant example is Nokia's failure to change its culture before running out of time and resources. * A problem with leadership programs is that they are not persistent enough and not integrated with the rest of the culture. * The organization leaders' task is to show to employees that they're consistently embodying, promoting, and supporting a change for the better. * Cutting corners on culture will send the wrong message to employees. * Improvements in leadership are hard or sometimes impossible to measure objectively. It's mostly a matter of observing, over time, if positive changes in culture are noticeable by both leaders and employees. * L&D should be part of the leadership team and take part in the decision-making process when deciding to implement new programs. * L&D does the bulk of the work of understanding the organization, creating leadership development strategies, planning activities, and creating/curating learning content. * The leadership team, through its example, can make or break the success of any leadership development initiative. * Having the right kind of culture and leadership mentality in the company is the number one job of the CEO. * "The culture of a company is defined by the worst things leadership is willing to tolerate." - found in "School Culture Rewired" by Steve Grunaert and Todd Whitaker, as well as in a podcast episode on How to Build an Inclusive Workplace by Adam Grant. How to start developing leadership learning programs: 1. Define the vision of the intended to-be leadership behaviors you plan to develop. 2. Break down the newly defined vision into values, then competencies and skills. 3. Create learning opportunities to promote and develop these skills. 4. Start with a pilot, then showcase the results to leadership. The company's leadership team is an internal customer of L&D, alongside learners. 5. Arm yourself with patience, as leadership development is a long-term endeavor. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we look at the relationship between leadership, failure, psychological safety, and the effect these have on a company's stability, growth, and ability to innovate. Guest: Andrei Postolache, Founder at Xeriously, leadership and soft skills consultant focused on the IT industry, author of "Fun & Fearless Leadership". Highlights: * Failure is neither always bad nor always good. When understood and internalized adequately, failure is an excellent tool for progress. * Failure is an essential component in an individual's leadership development journey. * The larger a company is, the higher its organizational inertia to maintain its current working style. The more risk-averse this company is, the harder it is to encourage employees' day-to-day innovation initiatives. * Society-changing innovation more frequently comes from outliers, people, and organizations outside of a particular industry, not from established companies within that industry. * But it is possible, even for huge organizations, to implement frameworks for micro-innovations coming from any employees. * Two exciting reads on innovation, leadership, and effective management are Clayton Christensen's The Innovator's Dilemma and Frederic Laloux's Reinventing Organizations. * The Great Resignation, though it did negatively affect many people worldwide, also has an upside. It's made employees realize the importance of finding a workplace where they are respected as individuals with fresh ideas a willingness to express themselves and take risks in a psychologically safe work environment. As a result, it's forcing employers who want to keep their workforce to revisit the opportunities and space they offer their employees to contribute. * A workplace isn't, however, a platform for self-expression, but a place where people go to achieve professional, company-focused goals. Employees can and should expect to have the space to be themselves, but it all happens within the context of reaching their work-related objectives. * Psychological safety and innovation go hand in hand; a toxic work environment, where the fear of failure, criticism, or ridicule stifles new ideas, will not be conducive to innovation. * Google's early innovation-oriented model, the 80/20 Rule, is a good example of actively creating a specific framework to encourage innovation. How to de-risk innovation and make space for people to contribute: 1. Psychological safety is the basis of an innovative workplace culture 2. Be specific about the innovation initiatives you want to implement 3. Allocate resources and make sure they don't get redistributed or lost 4. Failure is a natural potential outcome and shouldn't be punished 5. The ownership of failure falls on the shoulders of leadership To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we tackle a notion that has become a buzzword in recent years but is still sometimes misunderstood: Leadership. We're looking at defining leadership, how it ties into company culture and what mistakes we commonly see leaders and organizations make. Guest: Andrei Postolache, Founder at Xeriously, leadership and soft skills consultant focused on the IT industry, author of "Fun & Fearless Leadership". Highlights: * Leadership is a fundamental human behavior whose purpose is to help us become organized around a specific objective. It is a way for us to "do things together". * Leadership is as much about the individual as it is about the team; it only exists in a context where people work together to reach a specific goal. * Leadership manifests both when someone takes charge of a situation and when that individual purposefully steps back and lets someone else steer. * Both micro-managing and too much laissez-faire are approaches that are not good leadership examples. Healthy leadership sits somewhere in the middle between these two extremes. * A good leader is both an idealist and a pragmatic. * The size of an organization influences the reach of a leader. Within a small team, it's easy to align on values and debate decisions. In a large company, however, the leader rarely comes in direct contact with their employees. This forces the leader to implement effective, mass communication methods to keep people informed about and aligned to company values. * Difficult situations are when the company culture is put to the test. Employees will internalize how leaders behave in these situations as company culture. * If leaders aren't consistent between how they advertise their values and how they act when their values are tested, people become disengaged and will ultimately leave the organization. * Most organizations fail at the implementation stage. Leaders must embody the values they promote without cutting corners to improve company culture. Any sign of compromise will create a ripple effect within the organization and make people doubt their reasons for being a part of that team. Leadership How-To in 3 basic steps: 1. Leadership starts at the top: the leader's behavior sets the tone for company culture 2. Leadership requires effective communication: sending the appropriate message is crucial for value alignment 3. Choose one value and promote it relentlessly to the organization; the beneficial effects of upholding that particular value will overspill into other areas of the business To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we talk about cohort-based learning: what it is, what situations it's most suitable for, and some of this method's shortcomings. Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat. Highlights: * Cohorts are a method of offering knowledge to the same group of people synchronously, over a pre-defined amount of time, until the delivery goal has been reached. It's very similar to how formal education is currently offered to children and young adults. * This teaching style has become the default method since the Industrial Revolution, as explained by Sir Ken Robinson in his RSA talk on changing education paradigms. In his speech, he highlights how this teaching paradigm no longer serves current and future generations of children; this finding is also relevant for adult learning. There's a fun animation based on this talk that you can watch here. * It's hard to make a case for offering cohort-based learning programs in general. The potential, apparent benefits of learning synchronously (for example, relying on your peers to keep up with the class and stay engaged in the learning process) are offset by each individual's need for a personalized learning experience. The reality is that each person has their preferences and style of acquiring knowledge, which sits at the core of self-directed learning. When to use cohort-based learning programs: 1. Particular situations where a group of people with the same learning objectives and level of knowledge/skill must go through a learning activity with a well-defined goal in mind. 2. Some examples include compliance scenarios or situations when your organization launches new products or services and must quickly bring its employees up to speed. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we take a look at nudges in the context of L&D and see how an organization can put in place such a tool to enable positive behavior change. Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat. Highlights: * Daniel Kahneman's book "Thinking, Fast and Slow" shows us that humans are irrational creatures who rely on two systems to make decisions. If adopting a new behavior requires too much cognitive power from the brain, it will default to the so-called fast system, which is biased and unreliable, thus failing to change. * Nudges are a tool that enables easier behavior change by removing decision-making friction with the help of choice architecture. Richard H. Thaler explains this in further detail in his book "Nudge". * Humu has a ready-to-use library of nudges for the workplace that L&Ds can use to kickstart their work with nudges in their organizations. * There is no specific time frame in which people form new habits, as previously thought. It's simply a question of how long it takes to make the new behavior automatic, thus no longer requiring the slow system to burn too much energy to execute. * Nudges should be subtle enough not to distract the recipient's attention, which means that nudges must be very well immersed in the person's work context not to become spam. * Nudges are more effective than formal training or eLearning for impactful behavior change. Still, they should be part of a complex ecosystem that contains communities of practice, mentoring, knowledge sharing sessions, coaching, and other L&D methods. No one L&D method in isolation is sufficient to produce long-term, lasting results. How to start working with nudges in your organization: 1. Start with behaviors that you already measure in employee engagement surveys or the 360 feedback process and develop campaigns relevant to this context. 2. Put in place nudge campaigns for specific cohorts and, once implemented, determine how much of the campaign was observed by employees through interviews and data analysis. Remember that nudges are subtle by design, so lack of feedback might mean one of two things: either the information was received but not remembered, or it was not acknowledged at all. 3. Observe changes in behavior by way of data gathered to see if the cohorts exposed to nudges exhibit a different behavior to those not exposed. 4. Remember that you must personalize nudges to the employees' context; otherwise, they risk becoming overbearing and ineffective. 5. Experiment, iterate and learn from the data you're gathering to understand how many nudges are just enough to start producing results without becoming a distraction. 6. Some nudge mechanisms might require a lot of time and resources to implement, so start small and gradually build your business case to expand this new tool to new, more complex behavior change goals. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we look at how L&D can showcase its value in the business and speak to decision-making stakeholders. Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat. Highlights: * The L&D team typically sits between two business environment extremes. One side is when L&D is entirely disconnected from the business's objectives and metrics. The other one is when L&D is a true business partner and actively contributes to improving these metrics. * L&D should take specific action to measure the impact and effectiveness of learning programs and find out ways to promote these positive results. * L&D can invest time and effort into getting closer to the business, understand the language, immerse itself in the operational departments to understand their context. * Having a separate L&D thread from business objectives like revenue streams or cost optimization is the single most negatively impactful activity for L&D's image. * Showcasing L&D value to the business is a gradual, slow process, as it has to do with other stakeholders' behavior and perception change - not different from the process of learning itself. * An excellent L&D professional is brave and assertive in promoting the value of their team and knowledge. * The essential factor that L&D brings is the deep knowledge and understanding of adult learning principles. L&D is the expert here, and this is where it can make the most significant contribution. * Doing a premortem analysis before launching a new learning program or technology is the best way to prepare for a conversation with decision-making stakeholders. * L&Ds must keep their consultant hat on when speaking to business stakeholders, making sure they consistently ask the right questions, then measure the impact of L&D programs and feed it back to the business. Reasons why the business might not fully understand the value of L&D: - L&D is not trying enough to prove value by showcasing good examples or metrics to the business. - L&D is not speaking the business language and does not have common points on which to relate to the business. - The business does not have a formal learning culture and only relies on informal learning interactions. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we look at situations when L&D is not the right solution for performance or accuracy problems identified by the business. Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat. Highlights: * Cathy Moore's flowchart is a good starting point to help guide L&D professionals in understanding whether knowledge or skill acquisition can solve a specific business problem - as seen in Offbeat Issue #64 * The business will likely come to L&D with a request for a training session or learning content when employee performance decreases or errors are identified. * L&D's are better equipped than the business to identify if a learning intervention helps solve a problem by playing the role of a consultant. * Asking the right questions is an excellent way to help the business identify the source of a problem. * Especially in these situations, L&D can work together with people managers and operational teams to understand the root cause and identify an effective solution. * If the business still insists on receiving a learning intervention, L&D must set the right expectations about the very limited expected impact of that intervention - advice coming from Anamaria Dorgo, founder and community catalyst of L&D Shakers and Butter. L&D can showcase its value to the business by: - putting in place a consistent consultancy process, which is especially important for more junior L&D roles - interacting openly with all levels of the organization and asking for support in promoting the way L&D works, especially in hierarchical organizations. - creating case studies from previous business situations, together with the alternative solution identified. - advertise to everyone in the company, especially decision-makers, how adults learn, the time it takes to see behavior changes, the real impact of learning. When is L&D not the solution? - When documentation or procedures are not put in place or are incorrectly created, employees can't execute their tasks, which can seem like a performance issue. - If employees don't feel safe or comfortable at work, they might have performance issues that don't come from a lack of knowledge or skill; in this case, even if a learning intervention is decided, it will likely not be effective. Learning is one of the first things compromised when there is no psychological safety in the workplace. - Lack of resources, such as access to people, tools, or the right level of influence to unblock a problematic situation, which might hurt individuals' performance. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we explore the concept of Psychological Safety and understand its impact on team learning and organizational performance. Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat. Highlights: * Psychological Safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or while making mistakes. * Amy Edmonson's research paper sits at the basis of the concept of Psychological Safety as the main influencing factor in team effectiveness and learning. * Google also did a research project called Aristotle on the same topic; they offer a framework and free tools for any organization to start fostering Psychological Safety in teams. * Adam Grant and Melinda Gates put together an experiment at the Gates Foundation. They asked leaders to show vulnerability by talking about their mistakes to create a more welcoming and trusting work environment. * Radical Candor by Kim Scott also touches on how leaders can create an open and honest working environment by showing people that they care personally while offering feedback or having difficult conversations. * L&Ds can help create psychologically safe working environments in their organizations. First, by identifying issues with trust and belonging on the various teams they support, then by helping executives and team leaders understand the importance and effectiveness of being supporters and promoters of psychological safety on their teams. * The absence of Psychological Safety prevents employees from focusing on learning since they're using their cognitive resources on workplace survival rather than acquiring new knowledge. * The biology of how the brain works also supports this: learning and going through new experiences protects and improves the neurons' myelin sheath, enhancing cognitive function - more details about the science behind this in Amy Edmondson's book The Fearless Organization. How to foster Psychological Safety: - Leaders should show vulnerability to the organization - Mistakes are seen as learning opportunities - Showing concern for colleagues on a personal level - Creating a sentiment of mutual trust and belonging within the team - Encouraging people to step out of their comfort zone What prevents Psychological Safety in the workplace: - Public shaming or shaming in general. - Punishing mistakes instead of recognizing effort made and focusing on points of improvement. - Putting on a brave face even when it is unnecessary, for fear of being judged or ridiculed; not showing vulnerability. To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we take a look at Business Acumen: what does it mean in L&D, why it's essential to have this skillset, how it helps L&D professionals and organizations. Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat. Highlights: * Business Acumen is a combination of skills and knowledge that, summed up, explains how well an L&D professional understands the business they operate in. Having Business Acumen means understanding how that business makes money, what it spends money on and what drives business performance. * L&D's role is to support business performance either by driving down cost or driving up revenue through skills and know-how development. * Having Business Acumen builds organizational trust in L&D. * L&Ds don't typically have this know-how for two main reasons: the main focus of L&Ds professionals is psychology-oriented, and the business' expectation of L&D is to execute upon request rather than to advise. * To acquire Business Acumen, L&Ds can: expose themselves to the operational and financial teams' work, take part in projects to practice business-specific skills, or learn about the industry from external sources (i.e., domain research papers, articles, podcasts). * Understanding business metrics and KPIs directly from operational and financial teams is essential for building them into effective learning interventions. * Prototyping learning interventions together with operational and financial teams ensures a close connection between business growth and learning. * Measuring the impact of a learning intervention is easier when you build business KPIs into learning program prototypes. * Understanding what drives a domain, a business, or an employee is the best way to exercise the support role that L&D has towards an organization. Business Acumen as a form of knowledge: - Understanding the business model - Knowing the drivers of profitability and cashflow - Understanding the interdependencies of the various business functions Business Acumen as a skill: - Knowing how to act based on the information above - Proposing and implementing L&D solutions that fit the need identifies - Forecasting the impact of these solutions and measuring results To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this episode, we take a quick dive into Future Skills: what they are, why they are relevant, who they are for and how to acquire future skills at your job. Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat. Highlights: * The accelerated adoption of technology and automation is affecting the way we work; Future Skills enable employees and companies to cope with these changes sustainably. * With the pandemic as a catalyst for change towards digitization, the way organizations and people acquire skills has drastically changed. * Current formal education is not preparing young people to deal with how complex life can be, both professionally and personally, as it is designed based on an industrial mindset. Learning is not personalized to the individual. * People who now join the workforce can expect to change careers seven times over the course of their adult life. * Future Skills are relevant for employees at any step of their career, not just for young people joining the workforce. It is not a matter of age but instead of experience and each individual's mindset. * L&Ds can gauge the adoption and practice of Future Skills in the company by relying on People Analytics to track improvement in business metrics and behavior changes. * People Analytics helps L&Ds measure access to learning resources, career growth opportunities, internal transfers, engagement, retention. * More resources can be found by following Kevin Yates, Sam Allen, and software products that focus on People Analytics: Culture Amp, Lattice, Nifty Learning. Future Skills essentials: 1. Adaptability, being able to welcome change 2. Intentional learning - shared by McKinsey in August of 2020 and updated with a practical guideline published here, as seen in Offbeat Issues #13 and #47 3. Growth mindset 4. Innovation, Resourcefulness 5. Data Awareness To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.